THINK BIG, GROW BIGGER - Magnum BerhadCurrently, he also sits on the Board of mpHB Capital Berhad (a public listed company), magnum 4d Berhad and several private limited companies

THINK BIG,GROW BIGGER

MAGNUM BERHAD(24217-M)ANNUALREPORT

2017

contents

Corporate profile

Corporate StruCture

Corporate information

fiVe YearS finanCial HigHligHtS

Board of direCtorS’ profile

KeY Senior management’S profile

CHairman’S Statement

CHairman’S Statement (in CHineSe)

Statement on management diSCuSSion and analYSiS

SuStainaBilitY Statement

Corporate goVernanCe oVerVieW Statement

additional ComplianCe information

group audit Committee report

Statement on riSK management and internal Control

direCtorS’ report and 2017 audited finanCial StatementS

top 10 liSt of propertieS oWned BY magnum group

analYSiS of equitY SeCuritieS

notiCe of annual general meeting (agm notiCe)

Statement aCCompanYing tHe agm notiCe

form of proxY

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3

4

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2 MAGNUM BERHAD (24217-M) Annual Report 2017

magnum Berhad (24217-m) (“magnum” or “Company”) is the holding company for the magnum Berhad group of Companies. the Company was incorporated on 18 august 1975 as multi-purpose Holdings Berhad, and has been listed on the main market of Bursa malaysia Securities Berhad (previously known as main Board of the Kuala lumpur Stock exchange) since 11 January 1982. the Company assumed its current name on 28 June 2013.

the Company is an investment holding company and, through its 100%-owned subsidiary, magnum Corporation Sdn. Bhd. (8272-d) which was founded in 1968, is focused primarily on its licensed lottery business or 4-digit (“4d”) numbers forecast betting and its variation games.

the principal activities of its other subsidiaries consist of management services, investment holdings, and provision of computer software and other related services.

for more information on the magnum 4d business, kindly visit www.magnum4d.my.

Magnum Group’s Key corporate Values:

• Focusonourcoregamingbusiness• Createvalueforshareholders• Leadtheindustrythroughcustomer-centricinnovation• Empoweremployeestosucceedthroughpersonalgrowth• Beasociallyresponsibleandaccountablecorporatecitizen

coRPoRAte PRoFILe

MAGNUM BERHAD (24217-M) Annual Report 2017 3

100.00%71.00%

25.33%

100.00%

99.45% 40.00%

60.00%

60.41%

96.96%

87.56%

89.05%

80.12%

80.75%

73.48%

99.72%

100.00%

100.00%

100.00%

100.00%

100.00%

MP Solutions Sdn. Bhd. (Malaysia) *

100.00%

100.00% 100.00%

100.00%

100.00%

100.00%

100.00%

100.00%

[Listed on Bursa Malaysia Securities Berhad]

Public Company Limited by Guarantee

Magnum Foundation

Incorporated on 6 February 1985A Charitable Organisation which seeks, receives and administers funds for education, scientific and charitable purposes for the public welfare.

Footnotes (1) Longterm Profit Sdn. Bhd. owns 31.57% of shareholding in ENE (Selangor) Sdn. Bhd.

(2) Choicevest Sdn. Bhd. owns 0.40% of shareholding in ENE (Selangor) Sdn. Bhd.; 0.004% of shareholding in ENE (Perak) Sdn. Bhd.; 8.92% of shareholding in ENE (Penang) Sdn. Bhd.; 2.21% of shareholding in ENE (Negeri Sembilan) Sdn. Bhd.; 9.96% of shareholding in ENE (Melaka) Sdn. Bhd.; 4.92% of shareholding in M4D (Johor) Sdn. Bhd.; 16.60% of shareholding in ENE (East Coast) Sdn. Bhd.; and 0.003% of shareholding in ENE (East Malaysia) Sdn. Bhd..

* In liquidation.

Magnum Holdings Sdn. Bhd.(Malaysia)

Magnum Corporation Sdn. Bhd.(Malaysia)

Magnum 4D Berhad(Malaysia)

Magnum InformationTechnology Sdn. Bhd.

(Malaysia)

ENE (Selangor) Sdn. Bhd. (Malaysia) (1) & (2)

ENE (Perak) Sdn. Bhd.(Malaysia) (2)

ENE (Penang) Sdn. Bhd.(Malaysia) (2)

ENE (Negeri Sembilan) Sdn. Bhd.

(Malaysia) (2)

ENE (Melaka) Sdn. Bhd.(Malaysia) (2)

M4D (Johor) Sdn. Bhd.(Malaysia) (2)

ENE (East Coast) Sdn. Bhd.

(Malaysia) (2)

ENE (East Malaysia)Sdn. Bhd.

(Malaysia) (2)

Choicevest Sdn. Bhd. (Malaysia)

Longterm Profit Sdn. Bhd.(Malaysia)

Mont Delight Sdn. Bhd. (Malaysia) *

Sababumi (Sandakan) Sdn. Bhd. (Malaysia)

Offshore Capital Pte. Ltd. (Singapore)

ENE (Sabah) Sdn. Bhd. (Malaysia)

Tiara Vega Sdn. Bhd. (Malaysia)

Secure Tangent Sdn. Bhd. (Malaysia)

Magnum Online Sdn. Bhd. (Malaysia)

Multi-Purpose International Limited

(Malaysia)

Leisure Management (Hong Kong) Limited

(Hong Kong)

MP Property Management Sdn. Bhd.

(Malaysia)

Marinco Holdings Sdn. Bhd. (Malaysia)

Dynamic Pearl Sdn. Bhd.

(Malaysia)*

MAGNUM BERHAD (24217-M)

CORPORATE sTRuCTuREAs AT 2 APRil 2018


BoARd oF dIRectoRs

tan sri dato’ surin Upatkoonnon-independent non-executive Chairman

dato’ Lawrence Lim swee Linexecutive director

datuk Vijeyaratnam a/l V. thamotharam Pillaynon-independent non-executive director

BoARd coMMIttees

group audit Committee

ChairmanDato’ Wong Puan WahmembersDatuk Vijeyaratnam a/l V. Thamotharam PillayDato’ lim Tiong Chin

nomination Committee

ChairmanDatuk Vijeyaratnam a/l V. Thamotharam PillaymembersDato’ Wong Puan WahDato’ lim Tiong Chin

remuneration Committee

ChairmanTan sri Dato’ surin upatkoonmembersDato’ Wong Puan WahDato’ lim Tiong Chin

group riSK management Committee

ChairmanDato’ lim Tiong ChinmembersDato’ Wong Puan WahDato’ lawrence lim swee lin

secRetARIes

leong Kuan Ying maiCSa 7041318 Ng sook Yee maiCSa 7020643

dato’ Wong Puan Wahindependent non-executive director

sigit Prasetyanon-independent non-executive director

dato’ Lim tiong chinindependent non-executive director

ReGIsteRed oFFIce

35th floor, menara multi-purposeCapital Squareno. 8, Jalan munshi abdullah50100 Kuala lumpur, malaysiatelephone no. : 603-2698 8033fax no. : 603-2698 9885e-mail : [email protected]

sHARe ReGIstRAR

metra management Sdn Bhd30.02, 30th floor, menara multi-purposeCapital Squareno. 8, Jalan munshi abdullah50100 Kuala lumpur, malaysiatelephone no. : 603-2698 3232fax no. : 603-2694 8571

stocK eXcHAnGe LIstInG

main market of Bursa malaysia Securities BerhadStock name : magnumStock Code : 3859Sector : trading/Services

AUdItoRs

messrs ernst & Young, Chartered accountants

PRIncIPAL BAnKeR

alliance Bank malaysia Berhad

WeBsIte

www.magnum.my

CORPORATEiNFORMATiON


2017 2016 2015 2014 2013 RM’000 RM’000 RM’000 RM’000 RM’000 Assets non-current assets property, plant and equipment 63,993 60,354 55,886 44,091 39,861 investment properties 553 580 580 580 580 investments securities 256,062 249,052 260,087 246,900 243,806 intangible assets 2,738,362 2,738,377 2,738,392 2,738,407 2,738,331 deferred tax assets 7,637 11,140 3,894 9,413 1,351

3,066,607 3,059,503 3,058,839 3,039,391 3,023,929 current assets 465,793 573,355 563,322 623,752 687,109 Assets held for sale - - - - 8,245

totAL Assets 3,532,400 3,632,858 3,622,161 3,663,143 3,719,283

eQUItY And LIABILItIes equity attributable to owners of the company Share capital 2,154,357 1,437,749 1,437,749 1,437,749 1,437,749 reserves 355,796 1,008,510 1,009,920 1,031,214 1,059,970 treasury shares (30,205) (30,188) (29,866) (25,588) (17,656)

Shareholders’ fund 2,479,948 2,416,071 2,417,803 2,443,375 2,480,063 non-controlling interests 40,416 40,093 40,433 37,766 35,882

total equity 2,520,364 2,456,164 2,458,236 2,481,141 2,515,945

non-current liabilities 598,873 774,695 947,047 943,520 992,670 current liabilities 413,163 401,999 216,878 238,482 210,668

total liabilities 1,012,036 1,176,694 1,163,925 1,182,002 1,203,338

totAL eQUItY And LIABILItIes 3,532,400 3,632,858 3,622,161 3,663,143 3,719,283

GRoUP ResULts revenue 2,649,207 2,659,344 2,767,010 2,886,541 2,991,338

Profitbeforetax 306,626 284,490 333,655 373,710 405,260 income tax expense (97,319) (91,568) (101,717) (112,759) (73,392)

Profitfortheyearfrom continuing operations, net of tax 209,307 192,922 231,938 260,951 331,868 loss for the year from discontinued operations, net of tax - - - - (58,709)

Profitforthefinancialyear 209,307 192,922 231,938 260,951 273,159 non-controlling interests (2,837) (3,266) (5,125) (4,413) (5,361)

Profitattributabletoowners of the Company 206,470 189,656 226,813 256,538 267,798

seLected RAtIos Basic earnings per share (sen) 14.5 13.3 15.9 18.0 18.8 net assets per share (rm) 1.74 1.70 1.70 1.71 1.74 dividend per share (sen) 11.0 13.0 16.0 20.0 20.0 return on equity (%) 8.33 7.85 9.38 10.50 10.80

FiVE YEARsFiNANCiAl HiGHliGHTs


tAn sRI dAto’ sURIn UPAtKoonnon-independent non-executive Chairman

tan Sri dato’ Surin upatkoon, a thai national, male, aged 69, was appointed executive director of magnum Berhad (“magnum”) on 4 august 2000 and subsequently, on 28 august 2002, he was appointed managing director of magnum where he played a major role in formulating the business strategies and direction of magnum group and was actively involved in the policy making aspects of the operations of magnum group. on 26 June 2013, he relinquished his executive position and was re-designated to non-executive Chairman of magnum. He is also Chairman of the remuneration Committee of magnum.

tan Sri Surin completed his secondary education in Han Chiang High School, penang in 1970. He began his career with mWe Weaving mills Sdn. Bhd. in 1971 as a manager and he was appointed as the managing director of mWe Spinning mills Sdn. Bhd. in 1974 where he was in charge of its daily operations. Subsequently, he was appointed the managing director of mWe Weaving mills Sdn. Bhd. and a director of mWe Holdings Berhad (a public listed company). tan Sri Surin has vast working experience and has played a key role in the expansion and development of the mWe group of Companies.

Currently, he also sits on the Board of mpHB Capital Berhad (a public listed company), magnum 4d Berhad and several private limited companies in malaysia and overseas. He is also a trustee of Chang ming thien foundation and magnum foundation.

as at 2 april 2018, tan Sri Surin is deemed to have an indirect interest in 495,018,961 ordinary shares in magnum. By virtue of this deemed interest in the voting shares of magnum, tan Sri Surin is also deemed to have an interest in the shares of all the subsidiaries of magnum to the extent of magnum’s interest in these subsidiaries.

Heattendedallsix(6)boardmeetingsheldduringthefinancialyearended31December2017.


BOARD OF DiRECTORs’ PROFilE


dAto’ LAWRence LIM sWee LInexecutive director

dato’ lawrence lim Swee lin, a malaysian, male, aged 61, was appointed to the Board of magnum on 28 June 2013 as a non-executive director and was re-designated to executive director on 25 february 2014. He is a member of the group risk management Committee of magnum.

dato’ lim started his career with a leading merchant bank in malaysia where he was principally involvedinsyndications,debtsecuritisationandprojectfinancing.HewasappointedtotheBoardof mWe Holdings Berhad (a public listed company) in august 1989 as executive director and was involved in the management and operations of mWe Holdings Berhad group of Companies until he relinquished his executive position in mWe Holdings Berhad in august 2002.

in august 2000 and october 2002, dato’ lim was appointed to the Boards of magnum 4d Berhad and MagnumCorporationSdn.Bhd.respectively.HeiscurrentlytheChiefExecutiveOfficerofMagnumCorporation Sdn. Bhd. and executive director of magnum 4d Berhad. He also holds directorships in various subsidiary companies in the magnum group and a number of other private and public limited companies, both in malaysia and overseas. He is also a trustee of magnum foundation.

He isanExecutiveCommitteememberandChairmanofAsiaPacificLotteryAssociation(“APLA”).He also sits in the World lottery association executive Committee representing apla and is also a director of malaysian South-South Corporation Berhad.

Dato’LimholdsaBachelorofArtsDegreeinEconomics(Honours)fromtheUniversityofSheffield,united Kingdom and a master degree in Business administration from the Victoria university of manchester, united Kingdom.

as at 2 april 2018, dato’ lim has a direct shareholding of 8,183,826 ordinary shares in magnum (“magnum Shares”). He is also deemed to have an indirect interest in 3,000,000 magnum Shares held through Zenbell Holdings Sdn. Bhd. and its subsidiary, Zenbell (Selangor) Sdn. Bhd.. dato’ lim does not hold any shares in the subsidiaries of magnum.


dAtUK VIJeYARAtnAM A/L V. tHAMotHARAM PILLAYnon-independent non-executive director

datuk Vijeyaratnam a/l V. thamotharam pillay, a malaysian, male, aged 66, was appointed to the Board of magnum on 16 november 1999. He is the Chairman of the nomination Committee. He is also a member of the group audit Committee of magnum.

He is a fellow of the institute of Chartered accountants in england and Wales and a member of the MalaysianInstituteofAccountants. DatukVijeyaratnamhasconsiderableexperience in thefieldsof auditing, financial planning, general management and corporate advisory in various businessenvironments. He is currently the managing director of his own corporate advisory and consultancy company.

presently, datuk Vijeyaratnam also sits on the Board of eastern & oriental Berhad (a public listed company) and several other private limited companies in malaysia. He is also a trustee of magnum foundation.

as at 2 april 2018, datuk Vijeyaratnam has a direct shareholding of 1,456,070 ordinary shares in magnum (“magnum Shares”) and an indirect shareholding of 60,000 magnum Shares held through his spouse. datuk Vijeyaratnam does not hold any shares in the subsidiaries of magnum.


Board OfDirectors’Profile (cont’d.)


dAto’ WonG PUAn WAHindependent non-executive director

dato’ Wong puan Wah, a malaysian, male, aged 70, was appointed to the Board of magnum on 25 January 2007. He is the Chairman of the group audit Committee. He is also a member of the group risk management Committee, nomination Committee and remuneration Committee of magnum.

dato’ Wong has a Bachelor of Science (Honours) in economics from the university of london. He has over 40 years experience in journalism and had worked with the Straits times, the australian Broadcasting Corporation, the financial times of london and the Star. Between 1989 and 1996, he was the business correspondent for radio australia in Sydney. He was a Business editor of the Star in 1996 and was the Star’s group Chief editor from January 2004 to december 2006. He is also author of two best selling books, “notes to the prime minister: the untold Story of How malaysia Beat the Currency Speculators” published in 2011, and “Being abdullah ahmad Badawi – the authorised Biography” published in october 2016.

dato’ Wong was on the Board of Bursa malaysia Berhad from december 2006 to march 2013. He was also on the Board of assunta Hospital, a private limited company, for 7 years up to January 2014.

as at 2 april 2018, dato’ Wong has a direct shareholding of 61,000 ordinary shares in magnum. He does not hold any shares in the subsidiaries of magnum.


sIGIt PRAsetYAnon-independent non-executive director

SigitPrasetya,aSingaporecitizen,Male,aged49,wasappointedtotheBoardofMagnumon12July2011. Sigit does not sit on any Board Committee of magnum.

SigitisaManagingPartneratCVCAsiaPacificandamemberofCVCAsiaPacificInvestmentCommittee.previously, Sigit worked for Henderson private Capital as head of South east asia and morgan Stanley asheadof its Indonesian investmentbankingbusiness. Prior to that,Sigitalsoworked forBoozallen Hamilton and Citibank. He holds a mBa (distinction) from the university of new South Wales, australia.

Sigit also sits on the Board of pt matahari departmental Stores tbk, indonesia (a public company listed on indonesian Stock exchange); asia 4d Holdings limited, a substantial shareholder of magnum; and several private limited companies in overseas.

as at 2 april 2018, Sigit does not hold any shares in magnum or its subsidiaries.

Heattendedfive(5)outofsix(6)boardmeetingsheldduringthefinancialyearended31December2017.



dAto’ LIM tIonG cHInindependent non-executive director

dato’ lim tiong Chin, a malaysian, male, aged 65, was appointed to the Board of magnum Berhad (“magnum”) on 22 august 2017. He is the Chairman of the group risk management Committee. He is also a member of the group audit Committee, nomination Committee and remuneration Committee of magnum.

dato’ lim is a public accountant by profession, and is a fellow of the institute of Chartered accountants inEnglandandWales.HeisalsoanAssociateMemberoftheInstituteofCertifiedPublicAccountantsand malaysian institute of accountants.

dato’ lim was the managing director of a.a. anthony Securities Sdn. Bhd. from 2001 to february 2013. prior to joining a.a. anthony Securities Sdn. Bhd., he was a partner of Kiat & associates from 1977 to 1983; the general manager of a.a. anthony & Co. Sdn. Bhd. from 1983 to 1985, and the Chairman and managing director of a.a. anthony & Co. Sdn. Bhd. from 1985 to 3 September 2001.

Currently, he also sits on the Board of mpHB Capital Berhad (a public listed company); the Kedah transport Company Berhad (in voluntary liquidation); and several private limited companies in malaysia.

as at 2 april 2018, dato’ lim has a direct shareholding of 4,935,000 ordinary shares in magnum (“magnum Shares”). He is also deemed to have an indirect interest in 10,512,000 magnum Shares held through Keetinsons Sendirian Berhad, t.C. Holdings Sendirian Berhad and trade Key investment limited. dato’ lim does not hold any shares in the subsidiaries of magnum.

During the financial year ended 31 December 2017, he attended all two (2) boardmeetings ofmagnum held after his appointment as director of magnum on 22 august 2017.

Additional Information:

none of the directors has:

1. any family relationship with any other director and/or major shareholder of magnum;

2. anyconflictofinterestwithMagnum;

3. (i) beenconvictedofanyoffencewithinthepastfiveyears;and

(ii) been imposed with any public sanction or penalty by the relevant regulatory bodies during thefinancialyear2017.



dAto’ LAWRence LIM sWee LInexecutive director of magnum Berhad;ChiefExecutiveOfficerofMagnumCorporationSdn.Bhd.andExecutiveDirectorofMagnum4DBerhad

dato’ lawrence lim Swee lin, a malaysian, male, aged 61, was appointed to the Board of magnum Berhad (“magnum”) on 28 June 2013 as a non-executive director and was re-designated to executive director on 25 february 2014.

on 28 august 2000 and 4 october 2002, dato’ lim was appointed to the Boards of magnum 4d Berhad and magnum Corporation Sdn. Bhd. respectively. He was re-designated as Chief executive OfficerofMagnumCorporationSdn.Bhd.fromExecutiveDirectorwitheffectfrom1August2008.His scope of work involves strategic planning & development, managing the overall operations and resources of the company.

dato’ lim also holds directorships in various subsidiary companies in the magnum group and a number of other private and public limited companies, both in malaysia and overseas. He is also a trustee of magnum foundation.

He is an Executive Committee (EXCO)member and Chairman of Asia Pacific Lottery Association(“apla”). He also sits in the World lottery association executive Committee representing apla and is also a director of malaysian South-South Corporation Berhad.

dato’ lim started his career with a leading merchant bank in malaysia where he was principally involvedinsyndications,debtsecuritisationandprojectfinancing.HewasappointedtotheBoardof mWe Holdings Berhad (a public listed company) on 1 august 1989 as executive director and was involved in the management and operations of mWe Holdings Berhad group of Companies until he relinquished his executive position in mWe Holdings Berhad in august 2002.

Dato’LimholdsaBachelorofArtsDegreeinEconomics(Honours)fromtheUniversityofSheffield,united Kingdom and a master degree in Business administration from the Victoria university of manchester, united Kingdom.

KWAn HUeY JInChiefFinancialOfficerofMagnumCorporationSdn.Bhd.

Kwan Huey Jin, a malaysian, female, aged 55, joined magnum Corporation Sdn. Bhd. (“mCSB”) as a finance manager in april 1996 and was subsequently promoted through the ranks to her current positioninMarch2017.SheisaFellowMemberoftheCharteredAssociationofCertifiedAccountants,united Kingdom as well as a member of the malaysian institute of accountants.

Huey Jin has over 30 years of professional and commercial experience gained whilst working in malaysia and overseas. prior to joining mCSB, she was with Halliburton, a uS based multi-national company and one of the world’s largest providers of products and services to the energy industry. during her 6 years with Halliburton in Singapore and malaysia, she served as an accountant and area accounting Supervisor for a group of Halliburton companies that has various operations in South east asia. HueyJinstartedhercareerasanauditorinpublicaccountingfirmssuchasBDOandDeloitteMalaysia.She has more than 4 years of auditing experience in various industries.

Currently,inMCSB,herkeyresponsibilitiesincludefinancialandmanagementreporting,regulatorycompliance,taxplanningandcompliance,treasuryandfinancing,corporaterestructuring,corporateacquisitionanddivestment.ShehasextensiveknowledgeonthefinancialaffairsoftheGroup.

KEY sENiOR MANAGEMENT’sPROFilE


seAH KoK LeonGGeneralManagercumChiefMarketingOfficerofMagnum4DBerhad

Seah Kok leong, a malaysian, male, aged 59, started his managerial career with the company at the BranchandRegionalOfficelevelin1983andwaspromotedtoheadtheOperationsDivisionin1992.HewasappointedasChiefMarketingOfficeron1January2010.HealsoholdsthepositionofGeneralmanager since 1 december 2010.

Kok leong has vast gaming experience and plays a key role in formulating the marketing and product strategies of the group for greater market penetration and expansion. He heads the management and operations committee of the gaming unit.

He holds a post-graduate diploma in Business administration from the university of Central lancashire, united Kingdom.

BeH sWAn sWAnChiefInformationOfficer,MCSBGroup;andHead, mCSB group CSr

Beh Swan Swan, a malaysian, female, aged 59, graduated with a Bachelor of Science (Computer Science) from monash university, melbourne, australia in 1980.

SwanSwanjoinedMagnumCorporationSdn.Bhd.(“MCSB”)on1April1988whenMCSBGroupfirstembarked onto their Computerisation exercise connecting point-of-Sales terminals from all the retail outlets. She is instrumental to set up the it division to provide overall it support for the mCSB group.

Swan Swan was promoted to general manager of magnum information technology Sdn. Bhd. in January 1997 and in January 2013, she was redesignated to be the group Cio in mCSB group.

SwanSwanwasappointedtobetheCompany’sGroupRiskManagementOfficerin2017.

She is also the Head of the mCSB group CSr division since 2014 and is actively involved in implementing new CSr initiatives for the organisation believing that “nobody can do everything But everybody can do Something”.

SwanSwanisalsoservingastheSecretariatAdministratorfortheAsiaPacificLotteryAssociation(apla) and in 2018, she also sits on the World lottery association’s Security and risk management Committee.

Swan Swan is the immediate past Chairperson of the malaysian Cio Chapter which has a membership of more than 100 Cios from major Corporates in malaysia. this Chapter is strongly supported by piKom which is the national iCt association of malaysia.

Swan Swan was awarded the “2017 Cio excellence award” from piKom for her leadership role in the it industry in malaysia. Swan Swan was also awarded with the aSean Cio award 2013 by idg (international data group) aSean to be one of the most outstanding Cios in the aSean region at the 2013 Cio/CSo Summit held on 25 September 2013 in Ho Chi minh, Vietnam.

Key Senior Management’sProfile (cont’d.)


KRIAn UPAtKoondeputy general manager of magnum 4d Berhad

Krian upatkoon, a thai national, male, aged 38, is the deputy general manager of magnum 4d Berhad. He joined the group on 6 april 2014 as Senior manager of Business development & e-marketing. He was later appointed as Head of Business development & e-marketing on 1 february 2016 and subsequently promoted as deputy general manager of magnum group on 1 march 2017.

Krian holds a master of Science and engineering in Computer engineering and Bachelor of Science and engineering in Computer engineering, both from university of michigan, ann arbor, uSa.

He has more than 10 years of working experiences in web and application development, and has previously managed large deployments of it infrastructure. prior to this, he was employed in companies providing online video content delivery services, network architecture, electronic games development and mobile technologies research.

Krian is also the executive director of mWe Holdings Berhad, a public company listed on the main market of Bursa malaysia Securities Berhad. He also holds directorships in various subsidiaries and associate companies in the magnum group and a numbers of other private companies.

Krian is the son of tan Sri dato’ Surin upatkoon, the non-independent non-executive Chairman and a major shareholder of magnum Berhad.

dAtUK cHAn cHee FAIChiefCommercialOfficerofMagnum4DBerhad

DatukChanCheeFai,aMalaysian,Male,aged54, istheChiefCommercialOfficerofMagnum4DBerhad.Hejoinedthecompany inJune1991asanOperationsOfficerandwasappointedtothecurrent position since april 2015.

datuk Chan holds an executive master degree in Business administration from university of lincoln, united Kingdom and is a fellow of malaysian institute of management.

one of his main areas of responsibility is to oversee the management of the 8 gaming subsidiary companies which in turn manages the 485 magnum retail outlets spread out in peninsular malaysia and the State of Sarawak. datuk Chan is responsible to ensure compliance of the retail outlets and also on the overall Sales performance.

datuk Chan also liaise closely with various government agencies in ensuring that the Company complies with all regulations required for the gaming business.

Additional information:

1. SaveasdisclosedintheprofilesofDato’LawrenceLimSweeLinandKrianUpatkoon,noneoftheother Key Senior management has any directorship in public companies and listed issuers;

2. Save for Krian upatkoon, none of the other Key Senior management has any family relationship with any director and/or major shareholder of magnum;

3. NoneoftheKeySeniorManagementhasanyconflictofinterestwithMagnum;

4. none of the Key Senior management has:

a. beenconvictedofanyoffencewithinthepastfiveyears;and

b. been imposed with any public sanction or penalty by the relevant regulatory bodies during thefinancialyear2017.

Key Senior Management’sProfile (cont’d.)


dear Shareholders,on behalf of the Board of directors of magnum Berhad (“magnum or Company”),IampleasedtopresentourAnnualReportforthefinancialyear ended 31 december 2017 (“fY 2017”).

on the back of a recovering and robust global economy, the malaysian economy continued to grow at 5.9%in2017whileinflationmoderatedto3.5%.Crudeoilpricecontinueditsrecoveryfromitslowas the ringgit strengthened against major currencies. While these statistics all appear to be positive, the reality is that the cost of living has risen, household debts have increased and the average income earner has become increasingly cautious with their spending.

indeed, the fY 2017 had been a very volatile and challenging year for your Company. Your Company started off the year with a drastic reduction in revenue of almost rm55.5 million or 7.37% in the 1st quarter, due to the rampant proliferation of illegal gaming operators particularly in the state of Sarawak, as well as in other regions nationwide. in addition, for this 1st quarter, your Company recorded profit of less than half of the previous year’s corresponding period due to higher-than-averagepayoutstoprizewinners.

By the 2ndQuarter of 2017, your Company’s resiliencewas clearly evident asMagnum’s profitsrecovered amid favourable operating results from better gaming luck. this trend continued to prevail throughout the subsequent 3rd and 4th quarters of 2017.

Strong recoveries in revenue were seen in the 3rd and 4th quarters of 2017, whereby your Company started to see a highly positive impact from initiatives implemented by the management. these efforts had succeeded in improving the variances in the quarter-to-quarter comparisons between 2017 and 2016.

CHAiRMAN’ssTATEMENT


Chairman’sStatement (cont’d.)

on the corporate front, on 15 may 2017 and 22 may 2017, your Company and magnum Holdings Sdn. Bhd. (“mHSB”), a wholly owned subsidiary of your Company, were served with notices of additional tax assessment inclusive of penalties by the inland revenue Board of malaysia (“irBm”) for the years of assessment 2008, 2011, 2012, 2013, 2014 and 2015 for your Company and years of assessment 2008, 2009, 2010, 2011, 2012 and 2013 for mHSB pursuant to the disallowance of deduction of certain interest expenses incurred for investments amounting to rm477,096,000.

Both your Company andMHSB had appointed a reputable firm of tax solicitors, who filed leaveapplications to commence judicial review proceedings and stay of proceedings against the enforcement of the assessments issued by the irBm. on 9 august 2017, the Kuala lumpur High Court had granted leave to both your Company and mHSB to commence judicial review proceedings with the view of quashing the notices of assessments and a stay of proceedings against the enforcement of payment until the disposal of the judicial review proceedings.

as at the date of this report, the hearing dates for the above matter have been adjourned from 10 January 2018 and 24 January 2018 to 5 april 2018 and thus, the outcome of the substantive hearing cannot be determined at this juncture. the directors of your Company are of the opinion that as there is a fair chance of succeeding in their defence over the disputed claims, there is no legal and factual basis for the assessments to be raised. accordingly, no provision for any liability has been made in thefinancialstatements.

Review of operations

under these challenging conditions, your Company recorded revenue of rm2.65 billion for 2017, a marginal decrease of rm10.14 million or 0.38% lower compared to the previous year.

Your Company’s efforts to reverse the decline in revenues have seen encouraging results. Your Company is delighted to note that gaming sales had been on the recovery path for the last two quarters of 2017 and in all likelihood, such positive recoveries would continue throughout 2018.

Magnum’s4DJackpotgamecontinuedtomakeheadlineswithmulti-millionringgitwins.Theprizepayoutin2017wasRM234.3millionwithatotalof9newmillionairewinners;thehighestprizebeinga record rm33 million.

growing consumer interest in fractionalised jackpot betting was evident in the strong sales of m-System BetfortheMagnum4DJackpotgame,agamevariationthatwasfirstlaunchedon25August2016.Your Company reacted swiftly to this trend by launching a new fractionalised game variation on 15 may 2017 for the 4d Jackpot gold game, which we named as mgold.

Competition in the gaming business continues to be intense and customer service is emerging as an important differentiator in the market place. magnum remains strategically focused on providing annual training programmes to our sales network, with the key objective of ensuring that customer satisfaction is at its highest at all times. the phase 2 training and incentivisation programmes were successfully completed in 2017 with 91% attendance nationwide, resulting in an outstanding improvement in outlet productivity in the 4th quarter.

To further improve the sales uptime, efficiency and productivity of the operators in our outlets,magnum completed the replacement of the point-of-Sales terminals in all outlets in the Klang Valley area with the latest new generation terminals in 2017. the replacement of the terminals in the other states are on track to be carried out progressively over the next few years.

While yourCompany is confident that the ongoing initiatives takenwillmeet existing customers’expectations, yet, in today’s complex informational and digital age, new consumers are becoming ever more sophisticated and demanding. to meet this challenge, magnum and its management team have invested in strategies to widen its customer base to capture new and non-traditional market segments.

in may 2017, your Company refreshed its 4d website to address players’ informational needs, while also making it easily adaptable for mobile phones’ screens. this new website is an integral piece of the digital machinery that drives customer acquisition and brand building. accordingly, the management has increased the proportion of customer outreach spending across all digital channels.


Chairman’sStatement (cont’d.)

Movingforward,theyear2018willbetrulyasignificantmilestoneforourprincipalsubsidiary,MagnumCorporation Sdn. Bhd. (“mCSB”) who is celebrating its 50th anniversary and commemorating the growth and successes for the past 5 decades. Your Company acknowledges that more work will need tobedone inorder tochart itspath forward toensureasustainableandprofitable future forallstakeholders.

in an increasingly challenging market, it is important that your Company remains competitive with our offerings, whether in the form of new innovative games, or in the positioning of our Brand to appeal to new customers.

to this end, your Company is very excited to announce that as of 8th January 2018, magnum has launchedarefreshedandenergizednewbrandidentitythatwillbeimplementedacrossalltouch-points nationwide. the rollout of our outlets’ new facelift will commence in 2018 and will cover all outlets by 2020.

all our marketing and sales efforts will be concentrated on, not only promoting and educating the public on the new brand identity but more importantly to ensure that our sales improvement continues on an upward trend.

Awards and Recognition

in year 2017, mCSB successfully achieved the World lottery association Security Control Standards (Wla-SCS) version 2016. the Wla-SCS: 2016 is an upgraded version of the Wla-SCS: 2012 which incorporatesthelatestindustry-specificcontrolsforthesecureoperationsofgamingservices.Withthe new additions of controls to the Standards which addresses the rapid technological changes and the advanced threats in the cybersecurity landscape, your Company is poised to ensure that our systems,processesandcontrolsareinplacetocontinuouslyupholdtheconfidenceandtrustofourcustomers and stakeholders.

dividends

in line with the performance of your Company for fY 2017, the Board had declared three interim dividends, from 2nd quarter to 4th quarter, of an aggregate of 11 sen per share. the Company had not declared any dividend in the 1st quarter of fY 2017 because at that juncture, the Board believedthattheCompanyshouldbefinanciallyprudentastheCompanyandMHSBwereservedwithnotices of additional tax assessment inclusive of penalties by the inland revenue Board of malaysia (“irBm”) amounting to rm477,096,000. if 1st quarter was excluded due to the uncertain outcome oftheabove,thetotalpayoutofthesethreeinterimdividendsworksouttobe88%ofprofitaftertaxation from 2nd quarter to 4th quarter. However, on a yearly basis, the total payout for fY 2017 is equivalentto74.8%ofprofitaftertaxationwhichisslightlybelowtheCompany’sdividendpolicytodistributeatleast80%ofitsgamingprofitsaftertaxannuallysubjecttoamongstothers,businessprospects, growth or expansion and adequacy of reserves.

Appreciation and Acknowledgement

on behalf of the Board, i wish to record my sincere thanks to the management and staff for their hard work, dedication and loyalty to the group all these years. in addition, i would like to take this opportunity to thank all our valued customers, suppliers, bankers and business associates for their continuous support and commitment.

my gratitude also goes to my fellow directors for their invaluable contributions to the group. i would also like to express my sincere appreciation to dr david Charles ian Harding who retired at the previous annual general meeting and also to welcome our new board member, dato’ lim tiong Chin, who was appointed on 22 august 2017.

last but not least, to our shareholders, my heartfelt thanks for your trust, unwavering support and strongconfidenceintheGroup.

We will continue to seek new avenues to generate more value for our shareholders and all other stakeholdersandbasingonthepresenttrendandoutlook,theBoardexpectsthefinancialperformanceof the group in 2018 to at least match the 2017 performance, especially with regards to gaming revenue.

i look forward to meeting you all at the forthcoming agm.

Tan sri Dato’ surin upatkoonChairman


主席献词

各位股东，

本人谨此代表万能有限公司（“万能”或“本公司”）董事局呈报2017年度万能及其子公司的常年财务报告。

在全球经济强劲和复苏的背景下，马来西亚的经济在2017年持续增长达至5.9巴仙，通货膨胀率则减缓至3.5巴仙。令吉兑主要货币的走势强劲以及原油价格也继续从低位回升。尽管这些统计数字看起来都是积极的，实际情况却是生活成本上升，家庭债务增加，平均收入水平对其支出也显得越来越谨慎。

对本公司而言，2017年的确是一个非常动荡和充满挑战的一年。由于非法博彩营运商（特别是砂拉越州）以及全国其他地区的非法博彩营运商的猖獗激增，导致本公司第一季度的财政收入大幅减少了约5千5百50万令吉，相等于7.37巴仙。此外，第一季度的平均奖金派发也高于平均水平，致使本公司的利润不及去年同期的一半。

2017年的第二季度，本公司的弹性显而易见，由于博彩运气佳，取得了良好的经营业绩，盈利回升。这个趋势在2017年随后的第三季度和第四季度持续走强。

2017年第三季度和第四季度收入强劲复苏，本公司开始见到管理层采取的措施所带来的积极影响。这些努力成功改善了2017年和2016年季度与季度之间的差异。

在企业方面，于2017年5月15日和2017年5月22日，本公司与万能控股有限公司（“MHSB”），即本公司的全资附属公司，接到马来西亚内陆税收局（“IRBM”）发出有关本公司截至2008年，2011年，2012年，2013年，2014年和2015年及万能控股有限公司截至2008年，2009年，2010年，2011年，2012年和2013年的额外税务评估包括罚款在内的通知书，驳回本公司根据不允许扣除投资所产生的某些利息费用，总款项为4亿7千7百万96千令吉。

本公司和万能控股有限公司双方已委任一家声誉良好的税务律师事务所，进行上诉程序，提出了开始司法复审程序的请假申请和及停止执行IRBM发布的评估。2017年8月9日，吉隆坡高等法院批准了请假申请，准许本公司和万能控股有限公司双方开始司法复审程序，以便撤销评估通知，并在处理司法复审程序之前停止执行付款程序。

截至本报告日期，上述事宜的聆讯日期已由2018年1月10日及2018年1月24日展延至2018年4月5日，故实质听证会的结果在此时无法厘定。由于索赔有所争议，加上评估提出时没有法律和事实依据，本公司董事认为，上诉有一定的成功机会。因此，并无在此财务报表内就任何负债作出拨备。

业务回顾

在极具挑战的环境下，本公司依然在2017年取得26亿5千万令吉的总营业额，与去年同期比较微降了1千14万令吉，或相等于0.38巴仙。

本公司在逆转收入下滑趋势所付出的努力取得了令人鼓舞的成果。对于博彩销售在2017年最后两个季度处于复苏轨道，我们感到欣慰之余，也深信复苏趋势将在2018年里持续盛行。

4D万能积宝（4D Jackpot）也以数百万令吉奖金持续成为热点头条。2017年的奖金总值2亿3千4百30万令吉，造就了9位百万富翁；年度最高奖金为3千3百万令吉.

随着消费者对分数式积宝博彩的兴趣日益增长，促使一款于2016年8月25日首次推出的4D万能积宝中的游戏变体 - 万字积宝M-System的销售额强劲增长。本公司对此趋势作出迅速反应，随即于2017年5月15日推出一款崭新4D黄金万字积宝的分数式游戏变体，名为mGold。

博彩业的竞争日益激烈，客户服务正是市场中极为重要的差异化因素。本公司一如既往在策略上专注为我们的销售网络提供年度培训计划，其关键目标为确保客户满意度时刻处于最高水平。第二期培训与激励计划于2017年成功完成，全国出席率高达91％，致使第四季度的门店生产力也显著地提高。

为了更进一步提高销售代理商的销售营运时间，效率和生产力，我们在2017年以最新一代的销售终端机（Point-Of-Sales terminals）替换了巴生谷地区所有的销售终端机。销售终端机的更换将在未来几年内在其他州属逐步进行。


主席献词 (延续)

尽管我们确信所采取的举措都将能满足现有客户的期望，然而在这信息繁杂的数码年代，新消费者的要求也变得越来越复杂和苛刻。为了迎合这一挑战，本公司及其管理团队已加强投资策略、吸引全新和非传统性的消费群，以扩大现有的客户量。

在2017年5月，我们更新了万能4D网站以迎合玩家们对信息的需求，同时更新后的网站也更适合以手机屏幕使用。这崭新的网站被视为一项推动品牌建设的数码装置，也期待在未来的日子能赢取更多的顾客。有鉴于此，本管理层增加了在所有数码通道的客户外展支出比例。

2018年，是本公司的独资子公司 - Magnum Corporation Sdn. Bhd.（“MCSB”）重要的里程碑。MCSB将会欢庆其成立五十周年庆，一并回顾过去五十年的发展与成就。我们不会有所懈怠，反而会努力往正确的轨道前进，以确保各方面都能获得持续性的盈利。

面对日益激烈的市场竞争，我们将会以创新的游戏形式以及推动品牌定位，以保持产品的竞争力和吸引更多的新客户。

为此，我们郑重宣布，本公司于2018年1月8日推出了全新的品牌标识，并将在全国各地的接触点上实施。本公司销售处的新门市设计将于2018年首次展示，并将在2020年覆盖所有的销售处。

我们保证所有的行销和销售工作不止专注于推动和教育公众对新品牌的认识，也将确保业绩继续保持在上升的趋势。

奖项与荣誉

在2017年，MCSB成功获得世界彩票协会安全控制标准（WLA-SCS version 2016）的认证。WLA-SCS: 2016 是WLA-SCS: 2012的的升级标准版本，其中包含专属博彩营运服务的最新行业专用控制标准。为了应对高速的技术改革以及网络领域的高级别威胁而新增设的控制标准，本公司已做好准备，确保所有的系统、流程和控制措施到位，以保持客户与各方面对我们的信心与信任。

股息

根据2017财政年度的表现，董事局已宣布和派发三次中期股息，股息的总额从第二季度到第四季度为每股11仙。基于考量了IRBM发给本公司和万能控股有限公司高达4亿7千7百万96千令吉的额外税务评估包括罚款在内的通知书，本公司在2017财政年第一季度没有宣布任何股息，因为董事局相信本公司应该在财务上保持谨慎的态度。如把第一季度因不明确的结果而排除在外，这三次中期股息的总派息额达到税后盈利的88巴仙。但是，2017财政年度的总派息占税后盈利的74.8巴仙，微低于公司的派息政策，即依据公司未来的增长与扩张计划及储备金的充足量来持续发放不少于博彩年度盈利之80巴仙的股息。

至诚感谢

藉此，本人谨代表董事局，至诚感激各管理层和全体员工多年来对本集团的敬业、忠诚和努力。本人也籍此感谢尊贵的客户、供应商、银行及商业伙伴们一直以来给予的信任与支持。

本人也向各位无私奉献和卓越领导的董事部成员致谢。本人特别感谢在上届的股东会员大会卸下重任的董事成员Dr David Charles Ian Harding，同时也欢迎于2017年8月22日受委成为本集团的新董事成员，Dato’ Lim Tiong Chin。

最后，本人也衷心感谢所有股东们对本集团所给予的信任、无限的支持与强烈的信心。

我们将持续致力争取更佳的盈利，以回馈鼎力支持本集团的股东们。以目前的趋势和展望，尤其在博彩业的财政收入，董事局预计本集团在2018年的财务表现至少可与2017年的财务表现相匹配。

期待在来届的股东会员大会，我们再见！

丹斯里拿督刘锦坤主席


sTATEMENT ONMANAGEMENT DisCussiON AND ANAlYsis

overview

magnum Berhad (“magnum”) is principally engaged in investment holdings activities while its main subsidiaries are primarily involved in the operation, management and sales of four digit (“4d”) numbers forecast betting and its variation games, and the provision of computer software and other related services.

our wholly owned indirect subsidiary, magnum Corporation Sdn. Bhd. (“mCSB”), holds a license to operate 4d numbers forecast betting and its variation games. mCSB currently offers 4 exciting games, namely the 4d Classic, 4d Jackpot, 4d Jackpot gold and 4d powerball for the malaysian gaming market. the 4d Classic game remains the main contributor to the group whilst the 4d Jackpot game continues to be the most popular jackpot game in the market. mCSB through its 8 gaming subsidiaries, which acts as area agents, has an agency network of 485 sales outlets.

in malaysia, the legal gaming industry is highly regulated by the ministry of finance (“mof”) who has stringent gaming policies and guidelines which include inter alia, issuance of licences, approval of new games,sellinghours,prizestructure,specifieddrawdaysandlocationofoutlets.Ouroperationsareregulated, in particular, by various approved Schemes of operation.

on the other hand, illegal operators are not governed by such restrictions and since they do not pay anytaxes,theyareabletoofferhigherprizes,discounts,creditsalesandotherincentives.Takingadvantage of the growing demand for convenience, illegal operators have expanded their operations byofferingmobilephoneandInternetbetting.Asaresult,theillegaloperatorscontinuetoflourishboth in the urban as well as the rural areas; their massive expansion throughout the country remains the biggest challenge faced by the legal gaming industry.

as consumers become increasingly sophisticated, companies need to embrace new technologies to transform themselves to stay relevant to their customers. magnum is embracing transformation by introducing digital display technologies at all magnum 4d outlets to enhance communication delivery to customers. By rolling out new services to engage further with customers, magnum will be able to address their needs more effectively.

Business Performance

a) Revenue

TheGroupgeneratedarevenueofRM2.65billionforthefinancialyearended31December2017(“FY2017”),marginallylowerascomparedtoRM2.66billionrecordedinthepreviousfinancialyear, representing a 0.38% decrease or a mere rm10.14 million. this reduction was mainly due to marginally lower gaming sales, mainly due to lower 4d Classic game sales and a slight decrease in revenue from investment Holdings and others segment.

the gaming revenue was stated at net of gaming tax and goods and Services tax (“gSt”) which came into effect on 1 april 2015. as mentioned in previous year, the gaming revenue for fY 2016 was impacted by additional gSt adjustment for a 20 months period from april 2015 to november 2016 arising from a directive from the royal malaysian Customs (“rmC”) due to different interpretation and calculation of the Value of gaming Supply as stated in the gSt act 2014. the group has submitted an application to the director general (“dg”) for the rmC’s decisiontobereviewed.FollowingthenotificationbytheDGtomaintaintheirdecision,wehadsubmitted an appeal to the gSt tribunal for the dispute in relation to the determination of the value of gaming Supply.

the gaming revenue for fY 2017, without taking into account of any gSt expense, has declined

marginally by 0.48% as compared to the previous year. Comparing on absolute amount (without gSt) and sales per draw basis, 4d Classic game declined the most, followed by 4d powerball game but were mitigated by increase in 4d Jackpot game and 4d Jackpot gold game. the decline in 4d Classic game was attributed to lower consumer spending power and more importantly intense competition from rampant illegal bookies as well as online gambling especially in the state of Sarawak and other regions nationwide. Whereas the decline in 4d powerball game was mainly due to our players’ preference to play our other jackpot games. for the 4d Jackpot game, therewas1cascadethatoccurred inFY2017wherebytheJackpot1prizemoneyexceededrm30 million and had consequently contributed to a much higher sales in fY 2017 as compared to no cascade in fY 2016. the introduction of mgold had rejuvenated the revenue for 4d Jackpot gold and had gained the players’ acceptance on this product.


Statement OnManagement Discussion And Analysis (cont’d.)

the investment Holdings and others segment recorded a marginally lower revenue of rm0.7 million in fY 2017 as compared to rm0.8 million for fY 2016.

b) costs and expenses

Totalcostsandexpensesbeforefinancecostsof theGroup inFY2017atRM2.31billionhaddecreased marginally as compared with rm2.34 billion in fY 2016. the reduction of rm30 million was mainly due to:

(i) PrizespayoutintotalhasdecreasedbyRM32millionorpayoutratiohasdecreasedby0.8%.

(ii) administrative expenses increased by rm3.7 million mainly due to increase in salaries-related expenses.

(iii) other expenses reduced slightly by rm64,000.

c) ProfitBeforeTax(“PBT”)

the group’s pBt of rm306.6 million was higher by rm22.1 million when compared to the pBt for fY 2016 of rm284.5 million. the increase was mainly attributed to the gaming segment whichcontributedanadditionalRM32millionarisingfromlowerprizespayoutratioinFY2017.However, the investment Holdings and others segment recorded a pre-tax loss of rm7.5 million as a result of fair value loss of quoted investments and unrealised foreign exchange loss in the current year as against last year’s fair value gain and unrealised foreign exchange gain.

d) ProfitAfterTax(“PAT”)

pat of the group for fY 2017 at rm209.3 million was higher than the previous year’s pat of rm192.9 million by rm16.4 million. However, the effective tax rate for fY 2017 and fY 2016 were higher than statutory tax rate mainly due to non-deductibility of certain expenses.

e) Liquidity and capital Resources

TheGroup’scapitalexpenditureandworkingcapitalrequirementshavebeenfinancedbycashgenerated from operations.

despite the partial repayment of the medium term notes which matured on 14 September 2017, the deposits, cash and bank balances remains at a healthy level of rm334.6 million as at 31 december 2017 as compared to rm404.1 million as at end of fY 2016.

the group’s capital expenditure incurred in fY 2017 amounted to rm11.2 million, which was mainly attributable to the replacement of the point-of-Sales terminals at some of our selling outlets.


Statement OnManagement Discussion And Analysis (cont’d.)

f) Gearing

in September 2012, mCSB issued medium term notes (“mtn”) totaling rm1 billion under its 20 years mtn programme. the proceeds from the issuance had been utilised to pay off its term loan whichwastakentofinanceitsselectivecapitalrepaymentexercisein2008.

in September 2017, one of the mtn’s series which amounted to rm225 million had matured and the Company had redeemed rm175 million for cash from its internally generated funds whilst the remainingRM50millionwasrefinancedviatheissuanceofanewMTNseries.InJanuary2018,mCSB issued another series of mtn for rm125 million.

arising from the above redemption, the gearing ratio of the group as at end of fY 2017 has improved to 27% compared with 32% as at fY 2016. this ratio is calculated as net debt divided by equity attributable to owners of magnum. included within net debt are borrowings, payables less cash and bank balances and short term deposits.

Prospect & Market outlook

Domestically,ithadbeenforecastedthattheinflationfor2018isexpectedtoaveragelowerwhilstthe disposable income will continue to face headwinds with rising cost of living as well as growing householddebts.NotwithstandingthattheMalaysianeconomyisfirmlychartingonasteadygrowthpath, the group is entering into an uncertain yet exciting period especially with its indirect subsidiary, MCSB, celebrating its 50th year of establishment in 2018. In conjunction with this significantmilestone, mCSB has on 8 January 2018 launched a rebranding & reimaging exercise to help the Company to address stiff competition both from legal as well as illegal operators. With this exercise, the branding of magnum’s store fronts will undergo an uplift that will improve the overall brand image and in-store experience for customers. the new brand identity will also help magnum appeal and remain relevant to the younger generation of players while retaining the loyalty of existing customers, without compromising the core values of the magnum brand. this new branding exercise will be carried out in stages over a period of 3 years starting from 2018.

the legal number forecast operators (“nfo”) industry has always been operating in a challenging environment, burdened by stiff competition from illegal operators, decreasing disposable income and thefinancialimpactonconsumersarisingfromGSTimplementationsinceApril2015.

mCSB will continue to embark on the nationwide sales operators training programme with emphasis on providing good customer service to serve our customers better.

Basingonthepresenttrendandoutlook,theBoardexpectsthefinancialperformanceoftheGroupin2018 to at least match the 2017 performance, especially with regards to gaming revenue.

this Statement was approved by the Board on 27 march 2018.


susTAiNABiliTY sTATEMENT

overview

this is the 2nd year that magnum Berhad (“magnum” or “the Company”) together with its principal subsidiary, magnum Corporation Sdn. Bhd. (“mCSB”), the pioneer and leading gaming company in malaysia is submitting the Sustainability Statement.

the economic, Social and environment Sustainability impact remains fairly similar as last year except it has become even more challenging to operate with very aggressive illegal gaming operators mushroomingeverywhereandwithincreasedprizestructuretolurethecustomersawayfromus.

nevertheless, we have strategies in place to continue to rebrand and reimage ourselves to appeal to the new and younger players. We have introduced variations of games to excite our existing players and deploy newer communication messages and medium to engage with our customers.

We continue to play a key role in discharging our responsibilities under our magnumCares umbrella to the underserved members in our Community and we have successfully inculcated a strong culture of volunteerism amongst our workforce under the mymagnum programmes.

all these are important to ensure we remain relevant and a force to be reckon with in this industry and we are continuously innovating to explore new solutions to face our challenges and remain a sustainable business for all our stakeholders.

one improvement in this statement you will notice is we have improved on the materiality aspect in our Sustainability reporting. We recognise this is an ongoing effort and we will endeavour to further improve in the years to come. sustainability Approach

magnum operates solely in the domestic market and have to adhere to stringent licensing conditions under the purview and supervision of the treasury department, ministry of finance (mof). Hence, it is of utmost importance that magnum complies with the rules and regulations stipulated in the licence and operate strictly to the Schemes of operation and yet remain responsive to the market it operates in.

the Company engages with all relevant stakeholders to practice the highest level of good corporate governance in themarketplace, coupled with being a good corporate citizen by playing our roleto take care of the environment and implementing suitable programmes to help the underserved members of the Community.

magnum’s commitment to the three categories of sustainability are as follows:

1. economic sustainability

magnum understands the need to create a long term value for shareholders that will also need to be meaningful and impactful to all our various stakeholders.

2. social sustainability

magnum supports the local communities through a variety of CSr initiatives and strongly believes in inculcating a culture of employee volunteerism. magnum is also aware of the role we have to play to support the society to prevent excessive and uncontrollable gambling habits and prevent underage gambling. magnum encourages this as a form of lifestyle entertainment that brings hope and some fun by only playing with what you have as spare money.

3. environmental sustainability

In all its ongoing renovation and replacement exercise, Magnum strives to minimize ourenvironmental footprint by improving on efficiency of resources and supporting conservationefforts.


Sustainability Statement (cont’d.)

APPROACH TO susTAiNABiliTY

Stakeholder Goals

Understand and supportstakeholders interests

Exercise transparency with stakeholders

Balanced approach to accounting

practices and stakeholders’ interests

CompanyUpholding Governance

SustainabilityPillars

EconomicCreate long term value

SocialPromote Responsible Gaming

Inculcate sharing and caring in workplace and community

EnvironmentPractise 3Rs and reduce

carbon footprint

ResultsProtect Company image

and brand

Instil integrity, trustworthinessand professional values

in the pursuit of our sustainability goals, the Company adhered to best practices, such as:

• Acknowledgeallstakeholders’legitimateinterests;• Communicateeffectivelywithstakeholderstoshowtransparency;• Considerstakeholders’positionindecision-making;• Balancebenefitsamongdifferentstakeholders;• Adopttransparentandaccountablepractices.



scoPe

this Sustainability Statement covers magnum, its principal subsidiaries and our entire business operations. magnum is a local company operating with a 100% footprint in peninsular malaysia and the State of Sarawak. magnum operates via 485 lottery retail outlets strategically located nationwide, other than in the States of Kelantan, terengganu and Sabah. the gaming business operations is managed by magnum 4d Berhad who is the sole agent of magnum; there are also 8 area agents responsible to manage the retail outlets in their respective jurisdictions. RePoRtInG PeRIod

our reporting period is from 1 January 2017 to 31 december 2017. this report has been prepared with reference to the Sustainability reporting guide and toolkits, issued by Bursa malaysia Securities Berhad.

soURces And dAtA GAtHeRInG sYsteMs

the contents of this report are based on the results of stakeholders’ engagement, which involves both internal stakeholders and external stakeholders. data sources include internal documents, market surveys,focusgroupstudies,workshopsandotherofficialsourcesindicatedinthisreport.

AssURAnce

We have not sought external assurance for this report. as we continue to improve our data collection systems, we will consider external assurance as our reporting matures.

We are guided by the World lottery association’s responsible gaming principles which covers 10 programme elements namely research, employee training, retailer programme, game design, remote gaming channels, advertising and marketing Communications, player education, treatment referral, Stakeholder engagement and reporting and measurement. these are global standards establishedforLotterieswhowanttobecertifiedandbeincompliancetothebestpracticessetforth.

MCSBalsovolunteeredtobecertifiedontheWorldLotteryAssociation’sSecurityControlStandardswhich stipulates that the iSo27001 information Security management System standard is met togetherwith137additional lottery industrysecuritycontrolsspecifictodevelopment,marketing,sales, operation and support of licensed lottery games.

FeedBAcK

Wewelcomeyourcomments,thoughtsandremarks,whichshouldbedirectedtoourregisteredoffice:

magnum Berhad35th floor, menara multi-purpose,Capital Square,no. 8, Jalan munshi abdullah,50100 Kuala lumpur, malaysiatel: +603 26988033 fax: +603 26989885email: [email protected]



Principal Risks and opportunities

due to the nature of the gaming business, magnum’s business is highly exposed to risks that are related to regulatory issues and the general socio-economic climate. it is important to safeguard public interests especially prohibiting players below 21 years of age to buy any lottery tickets from any legalised lottery operators. magnum places high priority in ensuring strict compliance to all regulatory issues as stipulated in the main licence which is subject for annual review and renewal by the ministry of finance (mof).

the gaming industry in general attracts negative publicity related to gambling addiction behaviour, ills from online gaming, illegal online casino, illegal sports betting, illegal betting operators and is seen to be a potential source for money laundering activities.

it can create social ills if it is not properly managed. if the perception develops that the gaming industry is failing to address such concerns adequately, it can lead to excessive pressure from the public or other pressure groups which may result in increased regulation on the legal operators that could adversely impact the gaming business.

to maintain a healthy public perception, governments and regulatory bodies play a key role in ensuring legislations are in place to safeguard legality, security, consumer protection, fair competition, public safety, financial and tax compliances. Proper regulatory oversight also ensures that governmentauthorities collect the appropriate amount of gaming tax revenues to help fund the development of the Country.

magnum is also exposed to risks associated with the performance of the global and domestic economy. economic contraction, increasing costs of living, currency depreciation, political and economic uncertainty and the perception of weak or weakening economic conditions can cause a decline in consumer demand.

the biggest threat for the entire gaming industry arises from various forms of illegal betting, especially theproliferationofillegal4Doperatorsthathavedrainedsignificantbettingvolumesawayfromthelicensed operators and rob the government of the millions of tax revenues.

As the illegaloperatorsdonotpayany formof taxes, theyareable toofferhigherprizes,creditbetting, telephone/mobile/internet betting, door-to-door delivery service, etc. Betting on credit as offered by illegal operators can lead to mounting debts and if not properly controlled, will lead to more social ills.

to try and attract customers to patronise magnum, we introduced various innovative 4d related Jackpot games that the illegal 4d operators cannot emulate owing to the multi-million Jackpot amounts. on top of that, magnum also conducts continuous training and carries out improvements in customer service and customer engagement touch points which we hope will help to improve customers’ satisfaction and retention of our customers.

despite all these negative threats and impacts, magnum recognises all the more it is important about differentiating from the competition by being aligned with global best practices such as the Wla Security Control Standards as well as the Wla responsible gaming framework. magnum stands proudthatwearetheonlylotteryoperatorinMalaysiathatisWLASCS/ISO27001:2013certifiedandalsoWLALevel2ResponsibleGamingcertified.

moving forward, as part of mCSB’s 50th anniversary launch, on 8 January 2018, magnum embarked onto a reimaging and rebranding exercise. this will bring about a modern and refreshing outlook to magnum’s retail outlets that will create excitement and appeal to new players, whilst retaining existing players. this exercise will also help address reducing carbon footprint for our environment.

operating on a solid corporate governance foundation, magnum has established professional and cordial relationships with the regulatory bodies in allowing the Company to successfully operate and compete while mitigating the risks at the same time.



enGAGeMent WItH stAKeHoLdeRs

there are many types of Stakeholders and they each play a key role to the success of our Company. listening to our stakeholders help us better understand their views and concerns and allow us to respond to them appropriately. they can give us valuable feedback on our policies, procedures and manner in how we work in order for us to be able to continuously improve ourselves. Stakeholder’s engagement and inputs are necessary for us to understand their needs and their feedback will allow us to incorporate a more comprehensive perspective about the issues that may impact our business direction. We also actively share our experience and expertise with relevant domain knowledge experts who can help us raise standards across the industry and make more valuable contributions to the wider society.

Investors

Media

Employees

Suppliersand

Vendors

EnvironmentCustomers

Community

Sales Partners

Regulators



magnum engage in regular dialogues with stakeholders in a variety of formal and informal settings across the whole value chain and will incorporate stakeholders’ feedback into strategic planning and operational decision-making.

a summary of various engagement activities is shown in the table below:

sTAKEHOlDERs ENGAGEMENTPlATFORMsTAKEHOlDERs’

iNTEREsT

employees

Customers

regulators

Suppliers & Vendors

● meetings● training & development● mentoring● Staff forum● Bulletin Board● Workshop● internal communication● employee engagement activities● Social activities

● Website● Webmaster/Enquiry● CustomerCareline● Marketresearch&survey● Roadshows● AtRetailoutlets● ViasocialmediaFacebook& instagram● Printmedia● BrandEngagementProgrammes

● Regularmeetingsand consultations● Reporting● Adhocmeeting● Dialoguesessions

● Adhocmeeting● DiscussionandConsultation

● gender equality● professional and personal development● Career advancement planning● fair and just rewards compensation● team building● equal employment opportunities● provide conducive working environment● Workplace safety

● Improve customer experienceand overall satisfaction

● Protectcustomerdataprivacy● Providetoolstoaddress problem gambling ● Provideproblemresolution channel ● Encouragecustomerstobuyfrom legal operators● Preventunderagegambling● Protecttheplayerfromimproper or damaging gaming practices

● Ensurefullcompliancewithlaws,rules and regulations at all levels

● Ensureaccountability,integrity● Counter the proliferation of

illegal and unregulated gaming activities

● Manage games to ensure,reliability,integrityandefficiency

● Adhere to enforcement of anti-money laundering policy

● Upholdbusinessintegrity● Establishpartnershipsmarkedby

integrity, respect and professional● Maintaingoodworkingrapport● Practicefairprocurementpolicies● Createvalueinthesupplychain for long-term sustainability.



sTAKEHOlDERs ENGAGEMENTPlATFORMsTAKEHOlDERs’

iNTEREsT

● AnnualGeneralMeeting(AGM)● Corporateannouncement● Analystsbriefings● Discussion● Corporatepresentation● Financialreports

● Onsiteengagement● Communityengagement activities● Dialoguesessions● Roadshow

● Pressreleases● Mediabriefings● Pressinterviews

● Meetings● Discussions● Press

● PerformanceEnhancementTeamprogramme

● Training● Weeklyengagement● Collaborationprogrammes● Agencyvisits

● Strongcorporategovernanceand compliance● Ensuring value creation in the

short, medium and long term● Reportingtransparently, promptly and completely● Returnoninvestment

● Responsiblecorporatecitizen● Continuous promotion of core

values of giving and caring● Createeducationalopportunities● Fosteringcommunityinitiatives● Empoweringemployee involvement● Supportorganisations,caringfor

children, disabled, underserved members, research, health and education

● Financialperformance● Productandservices● CSRmatters● Corporateupdate● Industryupdates

● Complyingwithaccepted environmental practices● Remainingcommittedtomeeting

andexceedingcertification requirements● Reducingcarbonfootprint● Committedtoutilisingresources

wisely● Protection and conservation of

natural environment

● Establishpartnershipsmarkedbyintegrity, respect and excellence

● Provide constant training andassistance

● Offer vast range of integratedservices

● Provisionoftechnologically advanced, innovative and safe

products● Adopt strategies that provide

prompt and complete assistance to sales partners and customers

Shareholders/ investors

Community

media

environment

Sales partner



sUstAInABILItY GoVeRnAnce

Board of Directors

RemunerationCommittee

NominationCommittee

Group Risk ManagementCommittee

Group AuditCommittee

Management Risk Committee

Information Security Committee

Heads of Departments/Companies

SustainabilityCommittee

the Board of directors (“Board“) is supported by the group risk management Committee in undertaking an oversight role on the group’s sustainability efforts including our sustainability strategies and management of material sustainability issues.

While group risk management Committee is responsible for formulation of sustainability policies, the management risk Committee together with the Sustainability Committee, information Security Committee and Heads of departments develop action plans and implement the group’s sustainability related matters, material issues and strategies in a continuous and systematic manner. in addition, the group risk management Committee monitors the implementation of sustainability initiatives in magnum and reports our plans and progress to the Board. the Board and the management are committedtocontinuallyreview,refineandimprovealltheseprocessesovertime.

to encourage sustainable key performance, the Board, management and the staff will be incentivised with bonus remuneration.

our sustainability committees are guided by our key corporate values:

• Focusonourcoregamingbusiness• Createvalueforshareholders• Leadtheindustrythroughcustomer-centricinnovation• Empoweremployeestosucceedthroughpersonalgrowth• Beasociallyresponsibleandaccountablecorporatecitizen

through these principles, we endeavor to identify and manage material economic, environmental and Social (eeS) risks and opportunities by formulating sustainability policies and initiatives.



MAteRIALItY

Materialityassessmenthasbecomeoneofourstrategicbusinesstoolstoidentify,refine,andprioritisepotential EES risksandopportunities thathave thegreatest significance toourbusinessandourstakeholders and we believe our governance and management of material issues have a long term impact and success on our business. this approach ensures that we build trust with our stakeholders andtogiveusacompetitiveadvantagetoattractthebesttalentandremainfluidindeliveringourservices, while engaging communities to create a better future together.

magnum performed materiality analysis as part of the development of this report and in-line with the global reporting initiative (“gri”) g4 objectives. materiality analysis allows us to take a closer look at thesustainabilityissuesthatareofthehighestconcerntoourstakeholderswhichcouldsignificantlyaffect our Company’s ability to execute our business strategies. We are committed in performing objective materiality analysis as it highlights areas both of opportunity and risk with its outcome usefulforrefiningouroverallstrategicreportingapproachandimprovingperformance.

Thefirststage involved inputs fromawidevarietyof internal stakeholders,utilisinganumberofdifferent sources, including interviews, research, stakeholders’ dialogue, review of peer’s sustainability report, media review and focus groups. the external insights sought were complemented by an extensive period of internal consultation with senior management.

in the second stage, taking into account of all the different issues raised through the external stakeholdersandinternalperspectivesandinterests,theywerethenrefinedbymappingthemontothe matrix below, with each one positioned according to its level of concern to respective stakeholders and its current or potential impact on the group.

MAteRIALItY MAtRIX

Stakeholders’ feedback is reviewed and addressed by relevant functional personnel. issues that are strategically important to our business are subsequently integrated into our corporate strategies and form the basis for our Sustainability focus areas and related initiatives.



econoMIc sUstAInABILItY

HIGHLIGHts oF 2017 econoMIc PeRFoRMAnce

econoMIc PeRFoRMAnce

magnum is committed to the creation of long-term value for our shareholders and increasing added valueforalloftheCompany’sstakeholdersbystrengtheningourfinancialpositionandenhancingourcompetitive edge through adopting good corporate governance and ethical business practices.

despite operating in a highly regulated environment, magnum continues to place emphasis to be innovative in our approach to our product development and marketing initiatives to attract new players, remain relevant to the existing players and continue to try to gain back market share lost to the aggressive illegal operators.

coRPoRAte GoVeRnAnce & coMPLIAnce

Sound corporate governance is the cornerstone of our operations. magnum’s corporate governance adheres to the following requirement and guidelines:

• MalaysianCodeonCorporateGovernance2017• MinistryofFinance(MOF)–PoolBettingAct1967,CommonGamingHouseAct1953,Gaming

tax act 1972• CompaniesCommissionofMalaysia(CCM)–CompaniesAct2016• SecuritiesCommission-CapitalMarkets&ServicesAct2007• BursaMalaysia–MainMarketListingRequirementsofBursaMalaysiaSecuritiesBerhad



• United Kingdom Accreditation Service (UKAS) – ISO 27001:2013 Information Securitymanagement System (iSmS) framework

• WorldLotteryAssociation(WLA)–WLASecurityControlStandard(WLA-SCS)2016andWLAresponsible gaming framework

• MalaysianAccountingStandardsBoard–MalaysianFinancialReportingStandards• InternationalAccountingStandardsBoard–InternationalFinancialReportingStandards

dRAW InteGRItY

the draw operations and draw proceedings are of paramount importance to magnum and it is constantly being monitored and place under close scrutiny to ensure at all times the System is intact and free of any form of fraudulent attempts. magnum has developed a very stringent lottery draw policy and Control Standard operating procedures (Sop) to safeguard the security of the draw premises and integrity of the draw process.

the management constantly review the Sop to improve upon the processes and controls; internal and external auditors conduct regular audits to ensure all the procedures are complied with fully.

BUsIness contInUItY PLAn (BcP)

magnum has put in place a comprehensive BCp to ensure that minimum disruption will impact our business operations when disaster strikes. the BCp covers not only the technical Systems but also alltheoperatingunitsandbranchoffices.ThePlanisbeingtestedannuallytoensureallunitsarefamiliar and know where to go and what to do. Benchmarks are set to accept minimal downtime with zerotoleranceforsafety,systemintegrityanddrawoperations.

MoneY LAUndeRInG ActIVItIes

the gaming industry is often exposed to negative publicity related to alleged association with money laundering. magnum takes a serious view of this and cooperates fully with the various authorities who establish the compliance guidelines for disclosure.

secURItY contRoL stAndARds And ResPonsIBLe GAMInG ceRtIFIcAtIon

MCSBisaproudmemberofboththeWLAandtheAsiaPacificLotteryAssociation(APLA)whicharemember-basedorganizationsthatadvancestheinterestforstateownedandlegalizedlotteries.WLAestablishes best practices for their members to adhere and be guided on the areas of responsible gaming and Security Control Standards.

Wla and apla provides a unique platform for state lottery and gaming operators from more than 80 countries on six continents, to exchange their knowledge and experience. MCSBattainedtheLevel2CertificationfortheWLAResponsibleGamingFrameworkon10September2012andcontinuetomaintainthiscertification.

On4November2013,MCSBattainedtheWLA-SCScertificationwhichhasindustryspecificcontrolsaddedontotheISO/IEC:27001ISMSstandardsandcontinuetomaintainthiscertification.MCSBissubjecttoannualauditsforcompliancewiththiscertification.


socIAL sUstAInABILItY

ResPonsIBLe GAMInG

Being the pioneer and leader in malaysia, magnum takes great pride in always putting in place industry best practices in whatever we do with the view of being in it for the long haul. magnum views responsible gaming as an integral and necessary element in our gaming operations. as such, magnum is fully committed and supportive in ensuring that the management team put in place the necessary processes and procedures stipulated under the Wla responsible gaming framework to operate in an ethical and socially responsible manner.

in line with this direction, magnum introduced a fractionalised play option for our Jackpot products so that we can provide our players a chance to play the game but at a fraction of the cost of the bet and yet they still have higher chances of winning. We also introduced mBox for 4d Classic game, m-System Bet for 4d Jackpot game and mgold for 4d Jackpot gold game with similar objectives.

it is important that magnum plays an important role to educate the community to play for fun. it is part of our operators training programme content to learn and identify signs of customer irresponsibly playing so as to prevent social problems for the community. in this respect, we always promote “plaY reSponSiBlY” messages at our stores, online channels and on our promotional and marketing posters to educate and remind players to play in a responsible manner. in addition, magnum also supports and work closely together with the gamblers rehabilitation Centre (grC) malaysia, an ngo that offers phone and online assistance for problem gamblers to seek counselling, rehabilitation and treatment from professional helpers.

eMPLoYees

our employees are our most important assets and a key resource for all our activities. We therefore take employee retention and satisfaction very seriously to ensure that staff morale remains high at all times across all our business units. maintaining a high level of employee engagement, nurturing and career development are important for the Company in attracting as well as retaining talented staff.

a social and staff welfare club is supported and encouraged by the management as a platform for the staff to socialise and get to know each other better outside the working hours.

Employees Training and Development Programme

in line with the continuous efforts to upgrade, enhance knowledge, skills and abilities, magnum provides Senior executives and managers with supervisory and managerial development training programmes.

these programmes will help to develop in them management leadership skills, interpersonal skills, project management skills, communication skills, etc.

employees also get an opportunity to attend overseas trade events to meet similar industry peers, learn new ideas and be able to share and exchange experiences.

Junior executives are also trained to introduce on skills like time management, project management and teambuilding skills. it is important that they know themselves in order to be able to understand their impact onto the other colleagues.


Training andDevelopment Programme

Internal talent investment by upgrading the skills and

performance of employees

16External Training and Development

Conferences and Workshops attended by employees from all levels

30 Employees TrainedMagnum Leadership and Team Building

Training Programmes


sales operators training Programme

magnum supports our sales partners and sales operators by conducting regular relevant training to enhance their sales technique, product knowledge as well as providing good customer service. embarking on the second phase of the agency training programme, we conducted a nationwide training programme focusing on providing improved Customer Service. We introduced the concept of Huat whereby operators need to greet customers, address customers, provide attention to their needs and end always with a thank you. this Huat programme is easy to understand and adhered to by our Sales operators.


Agency Training andDevelopment Programme

Ensuring sustainable growth of the business through

investment in training for sales operators

1,664 Sales Operators TrainedSales Excellence Programme inproviding Excellent Customer

Service

employee Health & safety at Work

our employees’ health and safety is very important to us and magnum is committed to providing all employeeswithasafeworkenvironment,freefromhealthandsafetyhazards.

We regularly provide information on building safety and safe work practices and ensure all employees complywiththeCompany’sproceduresbyattendingourorganisedtrainingandbriefingsessionsaswellasparticipateinfiredrillsconductedatleastonceayear.

Similarly, the personnel involved in the draw auditorium which is open to the general public must all undergoathoroughandrigoroussafetybriefingannually.SpecificFiredrillsareconductedregularlyfor the draw team members in order for them to be very familiar with the procedures and that they are able to act swiftly when the need arises as it involves the general public attending.

diversity, Inclusivity and Gender Policy

magnum respects, values and acknowledges the unique attributes, characteristics and perspectives that make each person who they are. magnum believes that our strength lies in our diversity among the broad range of people we employ and we pride ourselves in that we innovate by drawing on the diverse perspectives, skills and experience of all our employees.

the Company treats all employees equally and believes that all employees have equal opportunity to excel and able to progress on fair merits and abilities. the capabilities and strengths of each employee can be seen in the empowerment of many of the employees being exposed to p

Documents

THINK BIG, GROW BIGGER - Magnum BerhadCurrently, he also sits on the Board of mpHB Capital Berhad (a public listed company), magnum 4d Berhad and several private limited companies